** Read the scenario below then suggest summary of finding that reflect a comprehensive application of the Mager & Pipe model, (( DO NOT FORGET CITATION PLEASE))

Performance Scenario Description

According to Saks & Haccoun (2019), the flowchart developed by Mager & Pipe assists in analyzing performance problems and determining solutions to performance problems, and the first step in this process is to identify and describe the problem.

A fast-food company wants to increase the rate at which customers are ordering, waiting, and receiving their food in a drive-thru line. A common complaint from customers is that the wait time in the drive-thru is too long, and sometimes their food arrives cold from sitting so long. The manager relays this information to the staff and asks them to prioritize the timing of orders. The staff understands and begins prioritizing the timing of orders. While the wait times for food begin to decrease in the drive-thru, it has come to the attention that orders are getting mixed up or are arriving to customers inaccurately. Customers are more often coming inside the restaurant saying they received the wrong food. Also, the employees are becoming more frustrated as the system they used before and the amount dedicated to the drive-thru is not working as efficiently as it was before.

As we can see, the challenge lies in balancing between:

1. Order speed: Measured by the average time it takes a customer to complete their order and receive their food; and
2. Order accuracy: Measured by the percentage of orders that were delivered to customers correctly.

According to Aguinis (2019), there are four types or dimensions of performance: task, contextual, counterproductive, and adaptive. Task performance varies across jobs and is influenced by abilities and skills, while contextual performance is similar across jobs and is influenced by personality. Counterproductive performance involves voluntary behaviours and results that violate organizational norms, and that threaten the well-being of the organization and/or its members. Adaptive performance is related to employees' adaptability to change, such as how they anticipate and react to change (Aguinis, 2019).

The solution proposed by the manager led to an initial solution to the problem, as employees began to focus on ordering times, which made customers happy with shorter waiting times, but the focus on speed led to a decrease in another vital metric, which is the accuracy of the order. The speed in executing orders hindered employees' ability to verify the accuracy of orders.

To effectively analyze this scenario, we need the following information:

1. Previous performance data:

• Average wait times and order resolution rates before changes made by the manager.

1. Current performance data:

• Data on current average wait times and order accuracy rates after changes made by the manager.
• A group of customer complaints regarding incorrect orders.
• Observations of employee frustration and any changes in workflow efficiency.

1. Drive-Thru order process details:

• A breakdown of the steps involved in taking, processing, and fulfilling a drive-thru order.
• Identification of potential dilemmas in the current system.

1. Resource limitations:

• Information on staffing levels and skill sets available during peak and off-peak hours.
• Any limitations in equipment or technology used for order processing.

Scenario Analysis

Once a performance problem has been deemed important and worth solving, the analysis begins. We must first consider applying some basic solutions, or "quick fixes", such as clarifying standards and expectations, setting goals, and providing performance feedback. If the problem cannot be solved by these "quick fixes", we must seek out additional information about the work environment in an attempt to determine the cause of the poor performance (Saks & Haccoun, 2019).

Due to the recent changes in objectives and priorities, management must first ensure that employee expectations are clear. As the changes are new, it is in management's best interest to first revisit with employees the expectations of the changes, as well as remind the employees of the standards they are expected to perform at. Given that the largest performance problem - that the orders are coming out incorrectly more often than before - management should adjust the new goals to prioritize not only the timing of orders, but the accuracy as well. While the employees adjusted their behaviours and actions and succeeded in achieving the initial results desired, they must now again adjust their behaviours to achieve the modified goals. The new goal for employees should be to maintain their improved speed of orders getting to customers, all while ensuring accuracy and quality of the orders as well. Once all the expectations, standards and goals are clarified to the employees, the analysis can continue on.

The next step in the analysis is to determine if there are adequate resources for the employees to perform to the organization's goals and standards. Staffing levels and the skills that they have are first to examine. It would also be beneficial to determine if any of the equipment or technology being used is causing problems in efficiency, accuracy or quality of orders going to customers. There is a combination of three factors that employees have that can cause poor or excellent performance: Abilities and other traits, knowledge and skills, and contextual issues. If any one of these factors are significantly low, performance will suffer. (Anguinis, 2019).

Contextual issues are specifically important when it comes to adequate resources as problems within this factor can be caused by a lack of resources or opportunities given to employees to perform to their best ability. In this scenario, it would be important to have management investigate how employees are feeling about the changes and how they believe they are performing. Do they feel increased staff would help them achieve the performance goals? Do they feel overworked? Do they feel the goals are achievable given the resources they have? Looking over the environment is also important to find a solution to the problems in this situation. Perhaps the drive-thru workstation is not arranged efficiently for the changes, making it difficult for employees to perform to their best abilities.

If the performance problem has not been sufficiently solved following this step, we must next determine whether or not rewards are linked to effective performance and whether or not performance consequences are appropriate (Saks & Haccoun, 2019).

If expectations are clear, the goals are set, necessary resources are provided and feedback has been given, and the performance issues are still persistent, we must look at the reward and punishment contingencies. (Saks & Haccoun, 2019). Two specific questions that must be asked according to Mager and Pipe's chart are "Is desired performance punishing?"

and "Is poor performance rewarding?". In this situation punishment for good performance may look something like an employee that is performing to the highest standards being given more work because of their performance. Poor performance being rewarded may look something like an employee who is lacking in performance being given less of a workload. Management must also review their reward system and ensure their employees are being properly compensated. Financial rewards can be reviewed, but also non-financial. Given the recent changes in goals and priorities, employees could be having trouble with their adaptive performance, which is the adaptability to changes in the workplace. (Anguinis, 2019). Providing non-financial rewards such as feedback, recognition, and appreciation may be motivating enough to increase employee performance and help achieve the organization's goals.

If the performance problem remains unresolved after this step in the process, we must then consider if there is a genuine skill deficiency among the employees and ask the critical question; "Could the employee perform the task if their life depended on it?"It is important to consider practice and feedback before training. Other solutions to consider are lowering expectations or simplifying the task. It is also important to remove obstacles in the work environment, such as conflicting responsibilities, inadequate tools or technology, or work overload, and replace them with a more supportive work environment (Saks & Haccoun, 2019).

Performance is a combination of behaviours and actions, and results and products. (Anguinis, 2019). As mentioned earlier, poor, or excellent performance can be caused by a combination of the 3 factors: abilities and other traits, knowledge and skills, and contextual issues. In a team environment such as in this problem scenario, it is important to remember that each employee is different from one another, therefore areas of improvement will differ as well. Some employee's performance issues may be due more towards their abilities and own personal traits, such as being resistant to change or being more careless about small details, for example not adding the extra condiments a customer asked for. Other employees may be having difficulties in the knowledge and skills factor. This is where it would be important to continue practicing improving performance and have employees make personal or team goals. An example of a solution in these situations could be to have employees who are struggling in one area continue practicing. For example, an employee struggling with taking accurate orders may benefit from shadowing a seasoned employee or practicing working the systems during down times. Providing each individual employee with feedback and guiding them uniquely with their performance improvements can undoubtedly improve the overall performance of all employees.

Once all of the necessary steps on the Mager & Pipe flowchart have been followed in order to analyze the identified performance problem, the final step we must take is selecting and implementing the most appropriate solution(s) (Saks & Haccoun, 2019).